Communication uncertainty and the fictional role of organizational culture

This theoretical investigation aims to critically analyze the concept of organizational culture as an example of ＂organizational fiction＂. In order to benefit from unveiling organizational fictions, it is necessary to be aware of how illusion is linked to stability and predictability. It is here proposed to consider communicational uncertainties as positive qualities in flexible organizations, where communicative flows between organizational spheres and individual spaces of employees or managers engender new ideas and foster creativity. Thus, a strong organizational culture, especially in intercultural contexts, may be a barrier to organizational health, but a strong and unified corporate identity is necessary to guarantee organizational stability and cohesion. The solution is the interplay between stability and contingent openness toward external influences.     

中国农民组织化的发展空间研究——以北部湾经济区农民组织化为例

伴随着中国社会的深度转型进程,当前中国农村组织结构与农民组织方式发生了深刻变革。该文基于社会学的理论维度,以北部湾经济区农民组织化为例,着力从组织功能视角深入探讨社会转型期中国农民组织化的发展空间问题,以期更好地推进中国现代化建设进程。     

论村民委员会作为乡村社会维权性组织的可能与路径

“三农”问题的实质是农民权益问题,作为村民自治组织的村民委员会应成为维护乡村社会权益的组织依托;当前在我国乡村治理的实践中,乡村自治性组织的维权性功能存在着缺位、错位和异化的现象,这是由诸多原因造成的;在社会主义新农村建设中应着力构建以保障农民权益为根本的乡村治理新机制,推进乡村自治组织的社会性复归;通过政治环境的发展、制度机制的重构、文化观念的培育,挖掘和塑造村民自治性组织作为村民群众维权性组织的组织资源和实践能力。     

Fostering Constructive Action by Peers and Bystanders in Organizations and Communities

Peers and bystanders play important roles in organizational and community conflict management. Bystanders often learn relevant information and have opportunities to act in ways that can affect three of the basic functions of a conflict management system (CMS.) They can help (or not help) to identify, assess, and manage behaviors that the organization or community deems to be “unacceptable.” Examples in which bystanders play important roles include sexual and racial harassment, safety violations, unethical research, national security violations and insider threats, cyber‐bullying and cyber‐sabotage, violence, fraud, theft, intimidation and retaliation, and gross negligence. Bystanders often are a missing link in conflict systems. For the purposes of this article, I define peers and bystanders as people who observe or learn about unacceptable behavior by others, but who are not the relevant supervisors, or who knowingly engage in planning or executing that behavior. I define CMS managers as all those people, including line managers, who have responsibility for managing conflicts. Conflict managers face many challenges in fostering constructive behavior from bystanders. The interests of bystanders may or may not coincide with the interests of conflict systems managers in an organization or community. Bystanders often have multiple, idiosyncratic, and conflicting interests, and experience painful dilemmas. In addition, peers and bystanders, and their contexts – often differ greatly from each other. Blanket rules about how all bystanders should behave, such as requirements for mandatory reporting, are often ineffective or lead to perverse results. Bystanders are regularly equated with “do‐nothings,” in the popular press. In real life, however, helpful bystander actions are common. Many bystanders report a wide variety of constructive initiatives, including private, informal interventions. In this article, I report on forty‐five years of observations on bystanders in many milieus. I present what bystanders have said are the reasons that they did not – or did – take action, and what can be learned to help organizations and communities to support bystanders to be more effective when faced with unacceptable behavior.     

Public Service Motivation,Organizational Social Capital,and Knowledge Sharing in the Korean Public Sector

This article investigates whether public service motivation (PSM) and organizational social capital predict knowledge sharing in the public sector. The hypothesized relationships in the proposed model are verified with the online survey data of 506 public employees in Korea. The test results show that the two dimensions of PSM (attraction to public service and commitment to public values) and the trust component of organizational social capital are both positively related to knowledge sharing in the Korean public sector, and that the associability component of organizational social capital is indirectly associated with knowledge sharing through its influence on PSM. The article discusses the ways that PSM and organizational social capital may contribute to overcome the social dilemma of knowledge sharing in public organizations. It also suggests that there is need for further research on the individual dimensions of the PSM construct.     

Employee Satisfaction With Work‐life Balance Policies And Organizational Commitment: A Philippine Study

This study investigates the relationship between public employees' satisfaction with work‐life balance policies (WLBPs) and organizational commitment in the relatively unexplored Philippine context. Our findings show that (i) employees' overall satisfaction with WLBPs is positively related to organizational commitment, (ii) when specific WLBPs are examined, only satisfaction with health and wellness programs are positively associated with organizational commitment, and (iii) when accounting for employees' preferences for WLBPs, compensatory time‐off, childcare policy, health insurance benefits, and paid sick leave are positively related to organizational commitment. The findings indicate that understanding which WLBPs employees prefer is important before implementing WLBPs. The article discusses the theoretical and practical implications of this study in the developing country context. Copyright © 2017 John Wiley & Sons, Ltd.     

Organizational Commitment,Job Satisfaction and Attitudes toward Organizational Change: A Study in the Local Government

The present study investigates the direct and indirect relationships among job satisfaction, organizational commitment, and attitudes toward organizational change and their dimensions. Results indicated that employees in the investigated departments are highly satisfied with supervision and coworkers, whereas they are slightly satisfied with work conditions and job security, but they have low satisfaction with pay and promotion facets of the job. Results further demonstrated that employees in the investigated departments are remaining with their current departments either because they want to do so, or because they have to do so, but not because they feel they ought to do so.     

Performance Implications of Public Managers’ Goal Prioritization: An Empirical Test of the Link between Internal Management and Organizational Performance

Most studies on the goals-performance nexus focus on the implications of goal design. In public organizations with multiple goals, managerial goal prioritization can, however, in itself play a decisive role for performance. This study examines the effects of managerial goal prioritization and employee commitment on organizational performance. Analyses of parallel surveys of principals and teachers in higher secondary education and archival data on school performance show that principals’ goal prioritization is positively related to high school performance. The findings thus indicate that public managers should concentrate not only on how they design goals, but also on how they prioritize them.     

哲学、组织学与系统论视角下工会组建工作

在哲学视角下,工会组建工作应关注各流程间的辩证关系,使工会组织与企业组织达成一种平衡。在组织学视角下,工会组建工作应遵循科学规律,并对组建方案进行可行性与风险性论证。在系统论视角下,工会组建工作应有针对性地创立特色化和个性化,并努力使工会与企业完美配套,使之与企业组织形成一个有机体。     

以改革精神不断推进组织工作创新

学习江泽民总书记“5·31”重要讲话,以改革精神不断推进组织工作创新,必须采取有效措施。要强化改革和创新意识,不断提高组织工作的针对性、实效性;要强化全局和时代意识,不断增强服从服务于党的中心工作的自觉性和紧迫感;要强化服务和公仆意识,促进领导方式和工作作风的转变;要强化民主和群众意识,不断提高组织工作的公开程度;要强化法制和规则意识,不断提高组织工作的绩效水平。